Strategic and organizational factors are what separate successful big-company innovators from the rest of the field. Bron: McKinsey April 2015 It’s no secret: innovation is difficult for well-established companies. By and large, they are better executors than innovators, and most succeed less through game-changing creativity than by optimizing their existing businesses.

A supply-and-demand guide to digital disruption Bron: McKinsey Quarterly – March 2016 In July 2015, during the championship round of the World Surf League’s J-Bay Open, in South Africa, a great white shark attacked Australian surfing star Mick Fanning. Right before the attack, Fanning said later, he had the eerie feeling

Bron: HBR, Clayton M. Christensen, Michael E. Raynor, Rory McDonald December 2015 The theory of disruptive innovation, introduced in these pages in 1995, has proved to be a powerful way of thinking about innovation-driven growth. Many leaders of small, entrepreneurial companies praise it as their guiding star; so do many executives at large, well-established

Bron: HBR, Francesca Gino & Bradley Staats November 2015 Virtually all leaders believe that to stay competitive, their enterprises must learn and improve every day. But even companies revered for their dedication to continuous learning find it difficult to always practice what they preach. Consider Toyota: Continuous improvement is one

Bron: HBR, Amy Gallo 4 november 2015 You probably know by now that whenever possible you should be making data-driven decisions at work. But do you know how to parse through all of the data available to you? The good news is that you likely don’t have to do the number

Bron: HBR 24 juni 2015 In this adaptation from the new book, Your Strategy Needs a Strategy (HBR Press, 2015), BCG strategy experts make sense of the all the different, and competing, approaches to strategy: Which strategy is right for your business? When and how should you implement it? The practical

Bron: HBR 10 februari 2015 More and more companies are adopting software and product development frameworks like Agile, Scrum, and Kanban — which promote quick, iterative, lean production — to deliver higher quality products, faster. These methods help teams produce rapid, continuous improvements, via daily face-to-face communication and visual workflows. If these methods can help

Bron: Harvard Business Review 19 februari 2015 The transition to a global digital economy in 2014 was sporadic – brisk in some countries, choppy in others. By year’s end, the seven biggest emerging markets were larger than the G7, in purchasing power parity terms. Plus, consumers in the Asia-Pacific region were expected to